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  • Career Collaborators 4:57 pm on 11/17/2013 Permalink | Reply
    Tags: candidate interviewing, career development, , listening slowly   

    How to Listen Slowly 

    Here’s great advice for interviewers. For candidates, think about how you will use the silence appropriately if the interviewer is “listening slowly.”
    http://www.inc.com/jeff-haden/best-interview-technique-you-never-use.html

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  • Career Collaborators 11:39 am on 11/12/2013 Permalink | Reply
    Tags: career development, , IT careers, Silicon Valley   

    Silicon Valley–a Magnet for Entreprenurial IT Talent 

    A great infographicAccenture-Silicon-Valley of IT careers in Silicon Valley, courtesy of Accenture.

    Does your job provide “meaning, fun and a future”? Have you thought about what it would take to have these qualities in your career? Let us know what you think.

     
  • Career Collaborators 11:31 am on 08/30/2013 Permalink | Reply
    Tags: appreciative culture, career development, , culture, high performing organizations, positive reinforcement   

    Are You Working in an "Appreciative Culture"? 

    Aubrey Daniels, in “Back to School Lessons for the Workplace,” explains how back to school lessons for students are equally important in our workplaces. How many of these behaviors are practiced where you work? What if you took the lead to try them?

     
  • Career Collaborators 9:19 pm on 03/18/2013 Permalink | Reply
    Tags: career development, , leadership, , people skills, tenacity   

    Leadership Career Aspirations and the Importance of Mentors 

    Employees interested in leadership roles are often coached to hone their management skills. However, job descriptions and competency models for management roles are frequently too vague to help employees who want to know, specifically, how to be successful as a team leader or new manager. In this NY Times interview, Ilene Gordon CEO of Ingredion discusses the importance of having good people skills, drive, energy, tenacity, always having a Plan B, treating people well and being succinct and articulate in communications. Gordon shares stories that are useful for leadership career development in any organization.

     
    • http://ask-a-geek.com 3:05 am on 04/15/2013 Permalink | Reply

      Excellent website you have here but I was wondering if you knew
      of any message boards that cover the same topics talked about in
      this article? I’d really like to be a part of online community where I can get feedback from other experienced individuals that share the same interest. If you have any recommendations, please let me know. Kudos!

  • Career Collaborators 12:03 pm on 03/01/2013 Permalink | Reply
    Tags: Cal Newport, , career development, career passion, career rewards,   

    Do NOT Follow Your Passion? 

    Here’s some interesting career advice. Cal Newport, an assistant professor at Georgetown University and author of the book So Good They Can’t Ignore You (Hachette/Grand Central, 2012) spent years decoding patterns of success in the working world. He believes that “follow your passion” advice is dangerous and people would be better off “working right,” which he defines as “mastering a skill that is rare and valuable,” and “cashing in the career capital this skill generates for the right rewards.”

    What skill(s) do you have that are both rare and valuable, and what are the right rewards for you?

    Contact Career Collaborators for more about career conversations.

     
  • Career Collaborators 4:13 pm on 02/25/2013 Permalink | Reply
    Tags: career development, , , professional development, women's networks   

    Successful Women’s Initiative Networks in Canadian Businesses 

    http://www.theglobeandmail.com/report-on-business/careers/top-employers/women-find-win-win-relationships-in-workplace-networks/article8680752/

    Benefits:   personal and professional development as well as mentoring and connections.

    Even better:  open all networks to all employees and focus upon building peer career communities.

     
  • Career Collaborators 3:01 pm on 01/29/2013 Permalink | Reply
    Tags: career development, , , cultural anthropology, customized career development, McKinsey&Company, psychology, sociology, , talent pools, The Conference Board   

    The Career-Friendly Organization™ – Enterprise 5.0 

    January, 2013—a new year—a great time to ask how human capital professionals are meeting current and future workplace challenges.  A McKinsey&Company and Conference Board, “State of Human Capital 2012” report paints a challenging picture for our profession.   Specifically, this research demonstrates that, “Worldwide, and in organizations of every type, ‘people processes’ are failing to keep pace with a changing business landscape…but current circumstances also offer rich opportunities.”

    Amongst the human capital challenges examined in this report are:  preparing for the workforce of tomorrow, security a steady, reliable pipeline for skilled workers, developing strategies to reenergize the workforce and ensuring organizational agility.  In this report’s future-focused recommendations, we can find some bold, innovative approaches to employee engagement, recruitment and talent management and, more specifically, innovative ideas for building a “career-friendly organization™ for Enterprise 5.0

    Personalization, customization and innovation are hallmarks of what leading-edge organizations are using as foundations for programs and initiatives to ensure that they continue to have the best available workforce.  Progressive organizations are developing new ideas about “motivation systems” that incorporate insight from psychology, sociology and cultural anthropology to help organizations better understand what job satisfiers and dissatisfiers are for individual employees or key employee groups.  They are finding ways to link individual roles or tasks with higher-order purposes valued by employees and creating workplaces that feel more like communities.  They are linking incentives, career progression, organizational design, culture and leadership systems together rather than keeping each element separate where they may very well have conflicting goals and processes.

    Imagine an organization that understands its short and long-term workforce needs, provides support for talent communities—both the existing internal talent pool and the external talent prospects—using peer career networks and career communities, and you have some idea of the future “career-friendly organization™.

    Where is your organization, currently, on the path toward Enterprise 5.0—the career-friendly future?  What are your next steps?  Where will you begin?  Let’s start the conversation here.

    For more information, request our complimentary white paper “The Career-Friendly Organization™”

     
  • Career Collaborators 12:01 pm on 01/03/2013 Permalink | Reply
    Tags: , career development, , , ,   

    What Does Career Planning Look Like In Your Organization? 

    • Managers are actively involved with each of their direct reports’ careers, starting with setting concrete, measurable performance goals, providing timely performance feedback, suggesting areas and professional development for improvement and having helpful conversations about career next steps and longer-term possibilities on a regular basis.
    • Career planning is focused upon the high-potential employees in each department, those who have been labeled as “ready to move up” in six months to a year; the rest of the employees don’t have much career development support.
    • Your organization has embraced “self-directed career development” with support from online catalogues or suggestions for professional development programs and career interest profiles where employees are pointed in the right direction toward this support by managers.  Employees are encouraged to take charge of their own careers.
    • Career planning is the final part of the performance management discussion when, after discussion about the employee’s annual performance, the manager asks a question like, “So what do you think you might want to do next?”

    Organizations, be they small start-ups, mid-market companies or large, global enterprises, use different strategies for career development.  The degree of effectiveness varies, depending upon how each strategy supports the human capital needs of the business, both short and longer-term, and how it supports employees’ desire for career development and growth.

    A career-friendly organization™ ensures that career development strategies support both organizational needs and employee needs.

    Should your organization take a fresh look at the effectiveness of its career planning processes and tools to maximize your ROI for the organization and each employee?  For more information on where to begin, click on this link to request our complimentary white paper,

    The Career-Friendly Organization™ http://careercollaborators.com/White_Papers.html

     
  • Career Collaborators 2:25 pm on 12/15/2012 Permalink | Reply
    Tags: agile workforce, , , career development, career friendly continuum, ,   

    How To Become a Career-Friendly Organization™ new white paper available now 

    Here are some ideas for balancing organizational and employee needs and ten questions to determine where you are on the “career-friendly” continuum. http://tinyurl.com/clj4zg3

    Check out our complimentary white paper and let us know what you think.

     
  • Career Collaborators 8:58 pm on 10/22/2012 Permalink | Reply
    Tags: career development, , careerdev in small companies,   

    Nowhere To Go: Advancing Your Career at a Small Company 

    Great career skills suggestions that work in small AND large companies. Get advice on how to set goals and take initiative, quantify and communicate your achievements and find a mentor.

    http://tinyurl.com/8d827mt

     
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